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In one of my recent posts I wrote that using project management 2.0 software helps project manager guide his team’s work, delegate some of his initial duties and allocate roles and responsibilities so that they are clear to everybody on the team. Project management 2.0 tools also let one apply some traditional methodologies of structuring responsibilities more effectively. Let’s take RACI as an example. Originally a RACI diagram, or RACI matrix, is used to describe the roles and accountabilities of various teams or people in project delivery and operations. It is especially useful in clarifying responsibilities in cross-functional/departmental projects and processes. The RACI diagram splits tasks into four participatory responsibility types, which are then assigned to different roles in the project. These responsibilities’ types make up the acronym RACI. Responsible (R) - offer commitment, skills, and contributions that shape a project’s final outcome. In short, this is the “doer”, who actually completes the task. This person is responsible for action/implementation. There can be several people responsible for one task. Accountable/Approver (A) - a person ultimately answerable for the correct and thorough completion of the task. There must be only one Accountable specified for each task. Consulted (C) – those who are consulted before the final decision or action is made. Informed (I) - those who are kept up-to-date on progress. Your clients, for example. Applying the RACI method provides maximum benefit when responsibilities are not clear, for example, when a project team is formed by members from several organizations, who report to different managers, have no imposed governance model and have a hard time achieving objectives on time. I agree with Michael L Smith and James Erwin who say that trying to complete a big project in bureaucratic environment without clearly establishing roles and responsibilities, is like trying to parallel park with one eye closed. RACI’s core advantage is that it helps to avoid potential responsibility uncertainty. However, despite all the benefits, the RACI model does have some disadvantages. Data collection cycle and information exchange flows may be too slow. Project management 2.0 software can help eliminate these drawbacks and speed up the communications. With project management 2.0 software, everybody can clearly see who is accountable for each task. Visibility brought by emergent structures makes it possible to keep all the responsibilities clear for everybody on the team. Emergent structures brought by the second-generation tools let have the full insight into what each RACI team member is working on. For example, A can easily follow the work of Rs. At the same time, project work can be easily adjusted to changes in the environment, by reassigning roles, changing work-breakdown structures and task flow in seconds. This flexibility helps to bring iterative and incremental practices into project management without giving away the control. Second, it is very easy to plug in responsible, consulted and informed people. Project management 2.0 software lets all the members of the RACI team work in one flexible Web-based collaborative environment. Teams can collect all the relevant information in one place, thus minimizing the time of information exchange. Everyone on the team will be able to access the data anytime he needs it without pulling information out of his colleagues. This means that team members can collaborate seamlessly, building work structures with less central control, assigning tasks and defining roles. For example, if there are several Rs assigned to one task they can work together, keeping all the relevant discussions, files, notes, links in one place that can also be accessed by A, C and I. Last, but not least, thanks to many-to-many structures, each member of the team his own perspective of a project. Each team member becomes more productive because they can follow their own portion of the work and see its relationship to the project as a whole. The RACI method, when combined with project management 2.0 technologies, allows teams to become more agile and react to changes going on inside and outside the organization at a faster pace. RACI is not the only methodology that can be made more efficient by the second-generation tools. You are very welcome to provide your examples in the comments.
Today, more and more companies manage their projects across multiple locations, taking advantage of new technologies and global talent to take their projects to the next level. But while remote teams enjoy many advantages, one of the central challenges they face is that of communication. Co-located team members have many opportunities to interact, whether it's through structured meetings or informal conversations that lead to new ideas. But members of a distributed team have to be much more intentional about communicating and keeping everyone in the loop. For project manager wondering how to manage remote workers, keeping everyone on the same page is essential to ensuring the team can quickly respond to any changes that may occur. Obviously, any project team has its own working style and unique challenges. For instance, an established marketing department will have a different process than an ad hoc creative team that's been created to work with remote consultants on a specific campaign. However, according to my experience managing distributed teams, there are four key factors that are important for any kind of remote collaboration.Source: Daxx.com, Chanty Inc. Set Ground Rules Establishing a set of ground rules for work processes, communication, and team organization will save you a ton of time when it comes to keeping your team up to date and on the same page. For example, ground rules stipulate when and how joint meetings are held, how the team logs their working hours, and how colleagues report on their everyday work and any roadblocks that are delaying progress. By setting and sticking to the same rules, you minimize the risk of something important slipping through the cracks. Closely Manage Workloads It’s fair to say that maintaining control is more challenging with a distributed team than a co-located one. To optimize your team's productivity and avoid any duplicate efforts, keep a close watch on your team's workload and be very clear about assignments and responsibilities. If the task is a new and non-typical one, make sure the assignee has a clear understanding of the goals and what output is expected upon completion. Also, check whether you share the same vision of project priorities and where the new task stands among them. Maintain Constant Communication Remote team members must have a convenient way to communicate with their manager and with each other. It’s vital to keep ideas flowing, deadlines and responsibilities clear, and handoffs and workflows transparent. Keeping open lines of communication also ensures that plans and updates aren’t spread across everyone's email or personal storage, but get shared with everyone involved. Good communication helps establish a positive team atmosphere and culture of collaboration. Apart from discussing work-related questions, encourage your team to share personal news, funny articles, vacation photos, etc. I also believe that relationships between remote colleagues greatly benefit from the occasional face-to-face meeting, so try to bring everyone together in-person, even if it's just once or twice a year. Source: Daxx.com, Chanty Inc. Leverage the Right Technologies Following these tips will be much easier if your team takes advantage of technology that supports remote collaboration. Cloud-based collaboration apps can turn colleagues who are spread across the globe into a powerful team that benefits from collective intelligence. They help make up-to-date information visible to colleagues at any time, even if several projects are running simultaneously. They help users break down silos, keep work data and updates easily accessible, and make it easy for adjust their work. For the project manager, this is the foundation of good decision-making. Leading a Successful Distributed Team Have you had experience leading a distributed team? What do you think is the secret ingredient of successful remote collaboration? Read more tips on keeping your remote workers engaged, productive, and happy.